The Surprising 4-Hour Solution That Can Save Remote Teams from Burnout

In this episode, we dive deep into the challenges of remote work, focusing on loneliness and team effectiveness. Jean Bays is the Chief Human Resources Officer (CHRO) at Neat, a global video technology company. With 28 years of experience in HR, Jean brings a wealth of knowledge in managing diverse, international teams.

Jean shares innovative strategies that have helped Neat's global workforce thrive in a remote environment, including a surprisingly simple yet effective approach to time management.

In This Episode, You'll Learn:

• Why a 4-hour time management training became crucial for remote workers of all levels
• How technology advancements have improved remote meeting experiences
• The importance of "walking the shop floor" in HR, even in a virtual environment
• Strategies for combating loneliness in remote work, especially for those under 35
• Why encouraging voluntary work can significantly boost employee well-being

Quotable Moment:

"No matter if that was a senior manager or junior fellow, everyone had to finish a time management training to say, what keeps you sane and what keeps you on track." - Jean Bays

Practical Takeaway:

Implement a company-wide time management training focused on creating structure, setting boundaries, and encouraging social connections in remote work. This simple yet effective strategy can help employees across all levels manage their time better, reduce overwhelm, and maintain work-life balance in a remote setting.

Resources Mentioned:

• Neat's video technology solutions
• Gallup's 2024 State of the Global Workplace report

Connect With Our Guest:

• [LinkedIn]
• [Neat's Website]

To stay connected and continue the conversation, be sure to follow us on LinkedIn.

And don't forget to check out our previous episodes for more tips and strategies to boost your workplace happiness. You can find them on your favorite podcast platform or on our website.

If you have any questions, comments, or topic suggestions for future episodes, please reach out to us. We'd love to hear from you!

Stay inspired, stay motivated, and stay happy at work!

Transcript

Laura Hamill: 0:06

Music, welcome back for another episode of the happy at work podcast with Laura Tessa and Michael.

Tessa Misiaszek: 0:14

Each week, we have thoughtful conversations with leaders, founders and authors about happiness at work.

Michael McCarthy: 0:22

Tune in each Thursday for a new conversation. Enjoy the show.

Tessa Misiaszek: 0:38

Welcome to the happy at work podcast, I am so excited that we are joined today by Gene Bayes, the CHRO at a company called neat, which we're going to learn more about today. But before we jump into kind of your current work, we'd love to hear more about your journey and what were some of the experiences that brought you to where you are today.

Jean Baez: 1:00

So I started, and first of all, it's, it's amazing to be here. So I started my career in HR, doing an graduate program at Deutsche Bank back in Germany, and that had the wonderful concept of a rotate, rotation into different areas of the business, and since then, I mean, this is 28 years ago, I never left because it's a it's a great passion to look after the people in an organization, help them to grow being part of the of the leadership team, defining the strategy. And for two and a half years, I'm honored to do that for need. Um. So before that, I worked for various companies, and recently for medical device, which was absolutely phenomenal as well, because the cause and there was so much passion. So you can hear it in my voice. For me, everything is about passion in my in my job, and I'm happy to be here. So good.

Laura Hamill: 2:10

So great for you to be here with us, Jean. So what wonder if maybe you can tell us a little bit more about neat what and what you specifically do at meet. And I know you've already kind of told us a little bit about how widespread the employee base is, so I'd love for you to just tell us more.

Jean Baez: 2:28

So it's a global organization. Nearly 45% of our workforce is based in the US, but all the rest of our meters are spread around 26 countries. So that's all in EMEA in APAC Asia Park. So lots of cultures, lots of lots of different work styles. It's lots of lots of diversity in our workforce and need as such, started right before the pandemic. So in december 2019 it's a video tech company who was actually partnering with zoom the platform. Zoom because they have wonderful platform and wonderful softwares and all of that, but they wanted most perfect hardware that is out there, and the founding engineers or the founding team got on the case. And what can I say? I mean, I know I'm with Bs, but so now, seeing the outcome and the product portfolio of hardware and making it much more easier for for companies to work with remote workforce, where everyone can contribute. Everyone is playing a part, making this whole going on a zoom call and working together, making this really a neat and we always call it a very embarrassingly simple way of working. So that's neat, and we are growing. I just looked at some statistics. So this year we onboarded, and we are not at the end of the year, but up until now, nearly 100 employees, so it's growing nicely. So yeah, this is where we are at the moment. So young company, we all know what that means when I wouldn't call it a hot startup mess, but startup is always very exciting. So my role in needs, because that was part of your question, everything HR related. But look, we are still so hands on. I mean, I'm not an engineer, okay? I could not fix. For an engineering solution, but so in in my HR role, oh my god, so pretty much doing everything every day. But I have a team, a lovely team, so a global team who's supporting all of the functions as HR business partners and the recruitment functions Excellent.

Michael McCarthy: 5:19

Well, Jean, welcome to the show. And Tessa and I teach the art of workplace engagement at Harvard professional development. And a lot of our attendees are actually managers in the field. And because of covid, they were thrown into remote work, and there was not an instruction manual, they were just tossed in there. And what we are starting to discover a few years into doing this, there's a lot of loneliness with remote work. And I'm curious, could you just share with our audience, what is the loneliness about how big of an issue is? Is it? Is it generational? Tell us about the problem, because later we're going to try to find out what's the solution. So first of all,

Jean Baez: 6:04

is a it is a hot topic. And what I realized in thinking about this as well is there is no magic source. So I would like to encourage everyone, not only looking into the generations, or what's the what's the age of your workforce, looking as well into where are your people based? So that could be, it's a cultural aspect as well. So what, what's working in Asia, or when people feel alone in Asia, that is completely different from what we are seeing in the European countries or in in the US. So I would say, and for, for covid, I always work for, for organizations where the big sales force out there, so people who used to work already in their home offices going out to clients, and I faced back in the days, from really, from pretty much day, from one day to the other, sales force that was kept in their homes really were not able to go out. That was a rather dramatic situation, because the sales animal characteristic is not dealing with that quite well. And I think these days and during covid and as well, when we came out of the of the lockdowns and and all of that, what I would always encourage managers to do, it's it's the it's the simple fact of staying close to your remote workforce, having really The regular catch ups and not only asking that, how are your projects going? How are your numbers? What? What? What's what's on your plate for this week, asking really the simple question, how are you doing? So, how is it going? I encourage managers as well to to get a feeling for the little signs when people, for example, the little signs when people stay off camera or being late or being unprepared because they are working at home, they don't have the the teams around them to encourage them, what to motivate them. There are many, many little signs where a manager actually can see that something needs to be addressed, actually not fixed. I mean, we can speak about some of the things, what I what I found really helpful in the past, but first of all, it needs to be addressed. So to conclude, no magic swords. It's region by region, country by country, or generation by generation. Total different pictures we are finding out there.

Tessa Misiaszek: 9:20

I really love Jean, what you just said about all the little signs, because, again, when you're seeing someone every single day in the office, you can, you can and you see people in person. You can notice, you know, when there's kind of changes happening in their behavior, when you can see them, you know, interacting in the in the kitchen or, you know, interacting in the hallway, versus shutting their door in their office and kind of secluding themselves a bit from the rest of the team. But it's harder in a remote workforce to be able to identify those little signs and then add on a zoom filter you can you, you know, obviously a lot of people are. Are either not showing up on camera, or there's literal filters on so that you can see perhaps some of the things that that might the changes that might be going on behind the scenes. And so I really love that, and I'd love for you if I got asked a little bit more about the kind of cultural differences that you see across remote workforces, especially with multi a multinational company, and your experience as a chro with multiple companies, what are, what are those kind of kinds of strategies that very diverse teams, that have to work across country boundaries and global borders, that are connecting in different time zones, in a remote workforce, what are some of the strategies teams could employ to just create more improved team effectiveness and create more synergy with the team?

Jean Baez: 10:50

So I would say a big factor, and I can give you a very personal example from my work life, but technology these days is playing a big factor into that how people feel included in a team, being part can make a contribution. So in my golden example is when covid hit. Before that, I was flying in and out of San Francisco. I was in this meeting room when I had a presentation, or when we had our meetings. I was in the room. I could read faces. I could see how people react to sometimes my quirky English. Or does that really make sense? And boom, then covid was there and back in the days. Of course, we had video conferencing systems in our offices, or stuff like that, but I was the only one then excluded sitting there seeing these little tiny heads in the back of the meeting room, and I was no longer feeling part of the show, so I felt completely excluded. It was, in a way, not over drama here, but it was intimidating for me to speak up, because there were people in the room I wasn't in the room. So should I really speak up? Does that make all that or maybe I interrupt Now a very important side conversation. So technology these days, and I don't want to toot around about needs, because there are many amazing technology out there where you have technology that the camera can zoom in into, into people's faces, that, for example, and that's, that's, again, a very little thing, but makes a big, big, huge difference. If you remember three or four years ago, most of the video tech. Technology was set up when I say something and you say, ah, that's interesting, my voice would be cut, and then I would have to start again to say so. It was a constant interruption. Now these days, when I'm sitting here talking to you or talking to my team in Oslo, it's a flawless conversation, because the mics are no longer ticking off. And I know there are some psychologists here on the call, you will know from a psychological effect how much more inclusive. This is when you when you have a normal conversation, and no longer Okay, now it's your turn, and now you can say something so people across the globe, in in in need, feel very, feel very being part of projects, of meetings, because we provide them with the right technology. Is that, again, the magic source to face to face meeting? No, it's not, absolutely not, but we have to accept the fact that there is a new way of working. So, I mean, there is this is something we only can grab on and make it better for for everyone, and make it a very good experience for everyone who's in this, yeah, that's my answer.

Laura Hamill: 14:43

Yeah. That's really, that's really insightful. I kind of forgot about that. I remember that in the beginning, right where it was immediately you, you were interrupted by anybody making a little comment or a little sound. And now we don't have that so much, but there it's interesting, because there still is sort of a. Warm when we're on video camera around not agreeing as much or not, like being more interactive, right? There's the pause, and it does sort of make you kind of question, Should I say what I was going to say? Because it's more of a thing, right? Like, it's more of a discrete, separate person speaking relative to a really generative conversation. So really good insight that I hadn't really even thought about, of how that's changed over time. So that's really interesting. I'm curious your thoughts gene, one of the things I'm always kind of thinking about in my work on culture is the balance of kind of localization, because you were, you know, you were speaking to how there are so many differences, right? There's differences by country, there's differences by generation, that we have to really understand what's going on with all of those differences, right? So the balance of localization with unification, right? Like, what is it about what we're all doing together that we should agree on, or that we should have as common and core, that we all should kind of do consistently. So I wonder if you have any thoughts on, you know, when you think about this idea of people being isolated and remote, is there anything that you know we should be focusing on that brings people together that we that we emphasize, and how we might balance that with all the differences that you were speaking of. So

Jean Baez: 16:28

the first thing that comes to my mind, and that was one of the first things I thought, I thought about when, when all the people were locked in their homes and being remote from one day to the other. And I hope that answers your question, but I was running back in the days for all my managers, all my people managers and as well, then rolling it out to all of the workforce a simple time management training. And that was for everyone the same. Because I tell you, I really remember the moment where I thought, Gene, this is what we need. We need to absolutely and I worked within four hours or stuff like that, a simple time management training module. So being at home, and no matter how old you are, no matter if you have kids, if you have a dog, if you take or if you're a carer for your parents or your grandparents or stuff like that, working at home, being remote, not with your colleagues, not having this going on public transport, into an office, getting prepared for your working day, and all of that. That is all overwhelming, and we can all muddle this up into so many different things, and then we are losing track, and then we are getting overwhelmed before the day even starts. And so what I said, no matter if that was a senior manager or Junior fellow, stuff like that, everyone had to finish a time management training to say, what keeps you sane and what keeps you on track, for all of us, is when we know what we are doing, when we know when we organize our day, when we are not just stumbling from our bed in front of the camera and then brushing our teeth after the meeting all of that. I mean, it helped that I'm really coming there with my German time management skills so that that helped, amazing, but that was really helpful for keeping people organized and on track and not getting overwhelmed and in that sentence as well putting in there every morning half an hour call your favorite colleague. Okay, just you have a chat when you do for example, for the managers, I said, when you do your one on ones, go out for a walk, go walk and talk. It does not have to be the camera all the time. So believe it or not, that was really appreciated by everyone to having this little tips and tricks. I even put in their PlayStation time where colleagues played together. It's not so big in the US, but over here, it's like the football FIFA. So they play Manchester United, and you can do all of this online and having the discipline at the end of the day, no matter how senior or junior you are, to shut down your laptop and prepare your dinner and do not have the laptop on your dinner kitchen table and just. Work away. So, yeah, that was for all generations, for all seniority levels, and it was much appreciated. Yeah,

Laura Hamill: 20:10

that's so interesting, because when you said time management, I was like, oh, but there's so many other messages you were sending with that, right? You were sending have boundaries that work shouldn't be everything that you're doing, connect with other people, have fun, right? There were a lot of messages that sounded like you were unifying people around just how hard the situation was and that you kind of saw them as human beings, right? That was kind of bigger than time management.

Tessa Misiaszek: 20:40

Can I also just add, to be honest with you, Jean, I have had, we've had multiple conversations on this podcast. I've had multiple conversations in my work and doing research around strategies, around remote workplace. Not once have I ever heard about you know, developing a everyone has to participate time management learning module so that everyone can really figure out how it's different to manage time when you're working remotely, at home versus in an office. I have never heard that yet. That makes so much sense to me, and also, I love your Hey, if you're if you're having a meeting, go for a walk and talk to your your your team, right? Versus always having to put it on Zoom again. I think that part I know, for me personally, part of what overwhelms me about remote work is that it's incredibly monotonous with Zoom meeting after Zoom meeting after Zoom meeting. And hey, I've personally had a very hard time of creating boundaries with meetings and doing time management. I you know, usually I'm doing my work at night or on the weekends because I just have nine meetings a day, and if I leave any open time in my calendar, it usually gets taken for meetings. So anyway, I'm gonna pass it to Michael for the next question, but I just wanted to say that was so brilliant, because I we've asked this question a lot, and that's the first time I've ever heard it, and it makes so much sense. So thank you so

Michael McCarthy: 22:12

Jean. Two things, one is I did want to repeat my the favorite, my favorite thing that you mentioned was calling a favorite colleague during work, and the number one retention tool evidence based is having a best friend who works. So that's not a little thing. It's a big thing. It's really important. Because a lot of people don't want to hear about the details of our work, but our coworkers would be the most interested. But I wanted to ask you about a challenge that's happening in the world where there is not an answer yet, because we just discovered this. The Gallup 2024, state of the global workplace recently came out that one out of four remote workers are lonely. Hybrid is about one out of five, and those who are on site, it's about 15% and this is the first time since Gallup has been collecting the data that people under 35 are less happy than people over 35 and I'm curious if you think the lack of human interaction is playing a role that We're not seeing enough people, and if that's the case, what do how do we help our remote workers, who are very, very clear, I like my remote work, and I want to keep it how do we, how do we take care of both? And I'm just curious if you have any thoughts or theories or advice.

Jean Baez: 23:37

So first of all, I'm not surprised that it's especially the age under 35 because I so remember when I started my career, and when I was under 35 and no kids, and all of that, how much of a strong bond I always had with my colleagues, and it was the Friday after work drinks, and it was I met. I mean, I'm sorry I'm divorced after 25 years, but I met my ex husband to work, and I think I that was one of the things I thought during covid, that my heart was bleeding for this generation, how much they miss out on this human interaction and building friendships and all of that so. So first of all, I'm not surprised, and I think that is something we absolutely, all of us in this industry, and we need to find ways of making this a better place for for for this generation. So I can tell you what I'm strongly believe in. So for. Of all in need, what we have in place, and that, again, is rolling into many, many, many other aspects. We have a work from anywhere policy, as long as it's not having taxable, tax implications. I always say that as a second but encouraging people as well from different cultures or who do not live close to home any longer, or stuff like that, encouraging people actually, maybe try to go back to their communities that that's that's a fantastic offer. So many meters and our company take take up on so bring them closer, back to the let's say old friends, even. So not every, not everything, is fixed by company, events or stuff like that. So what is their private environment? Are they sitting in an apartment in New York, or can they go back to Milwaukee and be close to family and friends. So working from anywhere, strong believer that this will be because hybrid, yes, but working from home, if you are working from home, in your little apartment or close to your family, does not really make a difference. Second aspect, and that's, again, a really small thing, but what I encourage especially our younger workforce, the minute you see you have time during your work week, or you can give any time go and do voluntary work, there is nothing better for mental health, for well being, than helping other people. And look, I had so many people coming back to me because they were like, Oh, should I really? Should I not so many people coming back to me and I were like, Jean, it was oh my god, I helped in a homeless shelter, and I was really sad to see but oh boy, I feel so good. I feel so good. Thank you to give me the opportunity so we do have, as well, in need, unlimited PTO, so days for voluntary work, if that fits in your work schedule. Again, highly encouraged. And there you make friendships. So there you make friendships with other people. I think we are still at the beginning, and I hope that people like us find many, many solutions, or, I don't know, get more ideas of how can we make this better? Yeah,

Michael McCarthy: 27:48

I love this, and I just want to emphasize for our listeners that I had a great opportunity of learning from the father of positive psychology, Dr Martin Seligman, and what he taught us was, the fastest way to improve your mood is to an act of kindness. And what's really interesting is, if you're helping someone, let's say opening the door for them, and the other person is receiving that kindness. They're going through the door, the person that held the door open feels happier than the person that was allowed to go through. So it's almost paradoxical. But to your point, the person who's helping the homeless gets more joy and happiness and satisfaction than the homeless person who received whatever help they were getting. So volunteering absolutely works as well as just looking for opportunities to be kind and small kindnesses matter. Yeah, yeah.

Tessa Misiaszek: 28:44

So,

Jean Baez: 28:46

just one little um. So I live here in an area next to a nursing home for elderly people, and I do have a dog, a golden doodle. It's a white golden doodle. She's She's not coming to camera, because she doesn't like it, but I in the pandemic, so I shaved her a mohawk, and I painted it pink, and then going to the nursing home, and just that they all could have a little cuddle with her. And they still speak about it. It's four years in, they still say, Where's pretzel? Does she really have? Does she ever had nicely done again? So I mean, amazing. Yeah, it made my day for weeks. Well,

Tessa Misiaszek: 29:34

Jean, I have absolutely loved this conversation. You have so much, such a wealth of knowledge, I think, just not only because of your experience, but it sounds like you've really experimented and had fun and have been creative and coming up with different solutions for your organization and your role. I guess the last question I would ask is any piece of advice you would give to a future HR? Leader, someone who might be starting out in the HR field, who I feel a little bit intimidated because of the way the market is changing and all of the changes that are happening in companies, and the importance that HR plays and the happiness of employees. So one piece of advice you would give to a future HR leader.

Jean Baez: 30:20

It's not a new advice. I'm sure you have heard that 100 times, but go out and walk the shop floor. I love that advice. And again, so that is what all HR people and never stop, never stop. And even on a very senior level, never stop walk the shop floor. So yeah, that's my that's wonderful

Tessa Misiaszek: 30:46

advice. And honestly, it's really interesting, because, gosh, was it Michael, our second or third podcast we did a few years ago with zafnar said the exact same thing. He was the CEO of Aston Martin, and you're the second one to have said it down two or three years later. So I think it's a great piece of advice. Um Jean, this has been an amazing conversation. Thank you so much for joining us, and we would love to check in with you sometime in the future to see how things are going. But, but thank you

Jean Baez: 31:18

absolutely. Thank you so much.